Deal done?

Now the work begins

The M&A deal has closed – but the hoped-for success won’t come about without thought-through post-merger integration (PMI). What matters now is to bring together processes, structures and people in a focused way, so synergies become real and aren’t just on paper.

We take on all the challenges that come about after an acquisition

Every transaction brings changes with it – but it’s the integration of the companies that shows whether the deal will really be successful. It’s crucial to set the direction to realise synergies and avoid losses. This is precisely where we come in and solve key challenges with focus and efficiency:

Cultural differences

Different values and ways of working can complicate the integration process.

Operational complexity

IT, processes and structures must be combined efficiently.

Realising synergies

Without a clear strategy, the expected added value will fail to materialise.

Our answer:

Integration based on planning, precision and impact.

Grant Thornton makes two businesses into one strong entity that’s efficient, sustainable and value-enhancing. Our structured PMI strategy combines operational excellence with cultural sensitivity.

Thought-through, structured, successful

From the strategy to implementation – integration with a plan

Successfully integrating a company requires more than just a signed deal – it needs clear structures, a thought-through strategy and precise implementation. We’ll assist you from the initial plan to complete integration, ensuring that processes fit together, teams grow together, and work-flows are designed efficiently. That’s how your merger will become a real success story.

M&A is key to ensuring a company’s growth and ability to innovate in the national and international competition. We use common strategy methods to help you make the right selection for the long list of potential targets. Working together, we’ll refine the long list into a strong short list and avoid the typical pitfalls of bias.

Depending on the definition of the M&A strategy – exploratory or exploitative – an integration plan needs to be defined that preserves the nature of the strategy and doesn’t sacrifice it to expectations of short-term synergies. Here we also draw on the knowledge from the “Best Practices” of our M&A Award.

Few companies are large enough to have enough employees qualified in post-merger integration available at all times. Alongside the option of taking on integration projects, we also offer innovative training methods to get your team in shape for the upcoming integration project.

In many cases, the seller passes on services to the buyer through transition service agreements to ensure that Day One goes smoothly and to reduce their remaining costs. At the same time, the buyer wants to be able to stand on its own two feet as quickly as possible and reduce its costs. We help buyers model this transition at low risk.

Successful integration needs experienced partners

Alexander Griesmeier
Alexander Griesmeier
Partner
Munich
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      Frequently asked questions on post-merger integration

      Because an acquisition does not automatically mean that processes, teams and systems will harmonise. Without a clear integration plan, processes can be inefficient, staff become uncertain and financial losses can occur.

      The time it takes depends on the size and complexity of the companies involved. The first phase (100-day plan) is usually completed within three months, while full integration can take between six months and two years.

      After a merger, companies not only have to grow together operationally, but also ensure that they comply with all legal, regulatory and tax requirements. Post-merger integration compliance ensures that the new corporate structure is in line with competition law, data protection regulations, tax rules and internal governance requirements. Without a clear compliance strategy, financial, legal and reputational risks may arise.

      Change management is an essential part of an integration. Clear communication, early involvement of teams and transparent decision-making processes help to reduce uncertainty and foster acceptance.

      Many M&A deals fail not because of the transaction itself, but because of poor post-merger integration. The most common causes include:

      • Cultural differences & resistance from staff: If values, ways of working and management styles don’t gel, this will lead to uncertainty and loss of productivity.
      • Unclear integration strategy: Without a structured roadmap, potential synergies will remain untapped and operational processes inefficient.
      • Poor communication: Ambiguous communication with employees, customers and stakeholders fuels mistrust and slows down the integration process.
      • Technical and operational challenges: IT systems, processes and structures must be efficiently merged – delays or incompatibilities can completely jeopardise integration.

      With a thought-through strategy, clear change management and structured integration processes, these obstacles can be avoided. Grant Thornton provides companies with focussed support to ensure the long-term success of M&A.